Download - Working Matters - Volume 1, Issue 3 ~ June, 2009

8/14/2019 Working Matters - Volume 1, Issue 3 ~ June, 2009

1/4

Leadership is the art of

getting someone else to do

something you want done

because he wants to

do it.

Dwight D. EisenhowerLeadership is?

Leadership is a word used

in everyday news and con-

versation. However, fre-

quently the folks discuss-

ing leadership can have

completely separate per-

ceptions of what is ex-

pected of a leader and

wont even know it. No

wonder there can be some

big discrepancies in whatis expected from a person

in a leadership roles.

According to project

GLOBE (Global Leader-

ship and Organizational

Behavior Effectiveness),

leadership is about influ-

encing, motivating, and

enabling others to con-

tribute toward the effec-

tiveness and success of

the organizations of

which they are members.

From the above

definition it is

pretty clear that

leadership is not

exclusively the

domain of the

boss, head of de-

partment, produc-

tion manager,

best boy etc.

Leadership

can be, and is

often devel-oped and displayed by

anyone in an organiza-

tion. This model is

known as shared leader-

ship.

As most of us know intui-

tively, shared leadership,

happens in all produc-

tions and organizations.

This type of leadership

model isnt always for-

mally recognized, par-

ticularly where there is a

strict preference for for-

mal or vertical leadership

models.

~ Kathleen Higgins

How do you define leadership?

Leadership, Not Just For Leaders Anymore -

part 1

SELF REFLECTION?

AFTER READING THIS

ARTICLE, MAYBE JOT-

TING DOWN SOME IDEAS

FOR YOURSELF WILL BE

HELPFUL.

How did you definition of

leadership differ? How

did it change? Part 1

Consider your favorite

boss or leader, what

leadership styles do they

use effectively?

Whats your type of lead-

ership?

What leadership style

brings out the best in

you? Why?

How can knowing more

about leadership help

you in the workplace?

Types of Leadership ~ A brief overview.- part 2

So what are these lead-

ership types?

Leadership is one of the

most researched and pos-

sibly the most complex

topics in the study of or-

ganizational behavior.

The resultant research has

generated an enormous

volume of literature

which can be pretty much

organized into five per-

spectives:

These five leadership

perspectives are:

Competency Based

Behavioral

Contingency

Transformational

Implicit

VOLUME 1, ISSUE 3

JUN E, 2009

Working Matters

LEADERSHIP?

THE REEL RUMOURS WEEKLY

WORKING MATTERS NEWSLETTER

Leadership is? 1

Types of Leadership 2

Competency Based 3

Behavioral Leadership 4

Contingency Model 5

Transformational Leaders 6

Implicit Leadership 7

References 8

INSIDE THIS ISSUE:


2/4

VOLUME 1, ISSUE 3PAG E 2

oriented behaviors identified by

showing mutual trust and respect

for subordinates, demonstrating

genuine concern

for their needs.

The other clusterrepresents a task-

oriented leader-

ship style and

includes behav-

iors that define

structure work

roles.

Task-oriented leaders assign em-

ployees specific tasks, clarify duties

and procedures and ensure they

follow company rules and challenge

employees to push beyond their

normal standards.

What are the behaviors that make

leaders effective?

The behavioral lead-

ership perspective

looks at what behav-

iors make leaders ef-

fective.There are two clusters

of leadership behav-

iors which dominate

this model.

The first is people-

In the competency model of leader-

ship there is a notion that effective

leaders possess specific personalcharacteristics or competencies.

There is a belief that these skills,

knowledge, aptitudes and personal

characteristics lead to superior per-

formance in leaders and perform-

ance of subordinates.

The main categories of leadership

competencies are:

personality,

self-concept,

drive,

integrity,

leadership motivation,

expertise,

cognitive intelligence,

emotional intelligence.

The competency perspective is cur-

rently quite popular. It does have

some limitations. It does assume

that all leaders have the same char-

acteristics and personal traits can

apply to all situations. This is a

false assumption. There is also an

emphasis that leadership is some-

thing mythical within a person.

Experts emphasize that leadership is

purely relational. Effective leaders

are so because of their favorable

relationship with followers. Lead-

ership can not be identified without

considering the quality of those

relationships.

~ Kathleen.Higgins

It takes a lot of effort for most lead-

ers to continually choose and imple-The it depends perspective.

The contingency leadership per-

spective is based on the idea that the

most appropriate leadership style

depends on the situation.

There is an assumption that leaders

must be both insightful and flexible,

this is difficult for most leaders to

do and most leaders typically have a

preferred style.

ment a different style for every

situation and readiness circum-

stance.

Behavioral Leadership - Part 4

Competency Based LeadershipPart 3

Contingency Based Leadership - Part 5

Contingency Based Leadership

is situation based

THEREAR ETW OCLUSTERS

OF BEHAVIORALLEADERSHIPPERSPECTIVES:

PEOPLE ORIENTED

TAS K ORIENTED


3/4

VOLUME 1, ISSUE 3PAG E 3

These preconceived beliefs by fol-

lowers are called leadership proto-

types.

This prototype compari-

son process occurs as a

result of the followers

inherent need to quickly

evaluate people as lead-

ers, even though leader-

ship effectiveness if often

ambiguous and might not

Preconceived Leadership

Implicit leadership theory states that

followers evaluate a leaders effec-tiveness in terms of how well that

person fits their own preconceived

beliefs about the behaviors of effec-

tive leadership.

These people or followers have an

innate ability inflate the influence of

these leaders on normal organiza-

tional events.

be apparent for a lengthy period of

time.

~ Kathleen.Higgins

Implicit Leadership Perspectives - Part 7

How to define the ability to trans-

form and inspire people?

Transformative leadership perspec-

tive explains how leaders change

teams or organizations. These lead-

ers enact change by creating, com-

municating, and modeling a vision

for the organization and inspiring

employees to strive for that vision.

These leaders are agents of change.

An excellent example of a transfor-

mative leader is Guy Laliberte

creator of Cirque du Soleil.

Be careful though this style of

leadership is often confused with

charisma, which is strictly personal

trait which helps build

allegiance in followers.Charisma does not nec-

essarily create change

in an organization.

Charismatic leaders

often produce highly

dependent followers.

Transformative leaders

often have the op-

posite effect they

build follower em-

powerment. Ulti-mately follower

empowerment reduces dependence

Transformative Leadership - Part 6

on the leader and builds creative

positive envi-

ronments.

~ Kathleen.Higgins

Guy LaliberteCirque du Soleil

Transformative Leader


4/4

WORKING MATTERS PAG E 4

Raelin, J.A., (2003) Creating LeadersfulOrganizations: How to bring out Leader-

ship in Everyone SanFrancisco, Berret-Koehler

Burns, J.M. (1978)Leadership, New

York, New York: Harper & Row

House, R., Javidan, M (2002) ProjectGlobe: An Introduction Journal of

World Business 37.

George, J. (2002) Emotions and Lead-ership: The Role of Emotional Intelli-

gence Human Relations 53

McShane, S.L., (2009) Canadian Or-ganizational Behaviour, Toronto, Ont,:

McGraw-Hill Ryerson

ReferencesPart 8

Phone: 604-209-0925Fax: 604-739-7316

E-mail: [email protected]

Tell us what you think:

www.reelrumours.com

Download - Working Matters - Volume 1, Issue 3 ~ June, 2009

Top Related